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 Chapter Two

Models of
Organizational Behavior

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 Chapter Objectives
 To understand:
• The elements of an organizational behavior
system
• The role of management’s philosophy and
paradigms
• Alternative models of organizational behavior
and their effects
• Trends in the use of these models

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 An Organizational Behavior System
 An organizational behavior system is…
• Purposely created and used
• Regularly examined and updated
 Typical outcomes…
• Performance
• Employee satisfaction
• Personal growth and development

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 An Organizational Behavior System

 Elements of the System

• Fact and value premises
• Vision
• Mission
• Goals
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 Models of Organizational Behavior
 Based on the theory of human behavior
managers hold
• Theory X
• Theory Y
 Managers tend to act as they think

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 An Organizational Behavior System

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 Models of Organizational Behavior
 Managerial paradigms…
• Influence managerial perceptions of the world
• Define boundaries and for how to behave
• Encourage resistance to change
• Consciously or unconsciously affect one’s
behavior
 New paradigms provide alternative ways of
viewing the world and solving problems

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 Models of Organizational Behavior

Autocratic, Custodial, Supportive, Collegial,

System

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 Model Characteristics

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 The Autocratic Model
 Based on power and authority
• Leads to tight control of employees
• Is intensely disliked by many employees
• Orientation is obedience to a boss
• Psychological result is dependence
• Useful for accomplishing work
• Principal weakness is high human cost

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 The Custodial Model
 Designed to dispel employee insecurities,
frustrations, and aggressions
• In its worst form, is paternalism
• Evolved from 1930’s welfare programs
• Success depends on economic resources
• Leads to dependence on the organization
• Employees become psychologically preoccupied
with economic rewards and benefits
• Does not produce top productivity, motivation,
or desire to grow

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 The Supportive Model
 Originated with the “principle of supportive
relationships”
• Sparked by Hawthorne studies
• Depends on leadership, not power or money
• Management orientation is to support the
employee’s job performance
• Supportive behavior does not require money
• Works well with both employees and managers
• Theory is difficult to put into practice
• Especially effective in affluent nations

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 The Collegial Model
 An extension of the supportive model
• Embodies a team concept
• Most useful with unscripted work, intellectual
environment, and considerable job freedom
• Depends on partnership between management
and employees
• Managerial orientation is teamwork
• Psychological result is self-discipline
• Can produce moderate enthusiasm

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 The System Model
 The result of a strong search for higher meaning
at work by today’s employees
• Managers must demonstrate caring, compassion,
sensitivity
• Reflects positive organizational behavior
• Requires authenticity and social intelligence
• Management role is facilitating employee
accomplishments
• Employees experience psychological ownership
and self-motivation
• Can engender passion and commitment to goals
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 Conclusions About the Models
 Evolving Usage
• Function of prevailing employee needs
• No permanently “best” model
• Monitor effectiveness of current model
 Relation of Models to Human Needs
• Adaptive approach
• Build on previous models

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 Conclusions About the Models
 Increasing Use of Some Models
• Trend toward supportive, collegial, and system
models will continue
• Top managers of giant, complex organizations
cannot be authoritarian
 Contingent Use of All Models
• One model may be used most
• Some uses for other models will remain
• More advanced models will have growing use

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 Conclusions About the Models
 Managerial Flexibility
• Managers must identify their current behavioral
model
• It must be kept flexible and current
• There is great danger is paradigm rigidity

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